Search results

This article aims to document and analyze how E. Remington & Sons built a valuable firearms brand through its advertising in the period 1854-1888.

The study uses qualitative methods. Primary source documents include newspapers, journals, and catalogs. The advertising analyzed came primarily from three periodicals – Harper's Weekly, The Army Navy Journal, and American Agriculturalist – that together reached a broad audience of American firearms consumers.

Advertising to both civilian and military markets, Remington used a number of appeals including expert testimonials, fears of robbery and home invasion, and boasts of quality, military contracts, and honors from shooting competitions. Until the late 1870s, Remington used manufacturer's advertising more than its competitors.

Business historians have not seriously addressed Remington or other gun advertising and branding during the nineteenth century, while firearms historians have largely relegated these ads and other promotional ephemera to illustrative accessory roles, not as subjects of independent consideration. By investigating the rise of this important firearms brand, the research sheds light on the evolution of the American firearms industry and the prevailing gun culture.

The United States government is the world's largest publisher. Its presses churn out thousands of items annually, covering every conceivable subject. Even though most of the items deal with present day concerns, the United States government is responsible for the publication of a large number of histories. Unfortunately, these works, with the possible exception of the Department of Defense's Military History Series, have received little exposure and limited use. In an effort to bring this valuable resource to light, the following bibliography presents annotated citations to nearly 150 histories published from mid‐1977 through mid‐1979.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

This paper honors the breadth of some of March’s key ideas on organizations by applying them to the development of amphibious operations in the United States. The development of amphibious operations highlights, in part, March’s appreciation for little ideas, the importance of ordinary actions as opposed to great men, and the larger societal trends in which evolutionary organizational change is nested. The persistence of ordinary men and a series of little ideas that accumulated for decades prior to the far more celebrated 1919–1939 interwar period established the intellectual and organizational foundation that made the interwar innovation period possible. We use this case not only as an example of how many of March’s ideas are relevant to a given case, but also to demonstrate how extending March’s ideas to different kinds of institutions and organizations might be useful for future scholars and for organizational scholarship.

The substantial resources devoted to warfare in modern times might explain the increasing relevance that military spending has acquired in social sciences. In this regard, the so-called defence economics has extensively studied the main determinants of military spending and its main consequences in terms of economic performance and institutional transformations. However, one of the main problems for comparative analysis on the causes and effects of military spending is the lack of long-term homogeneous and comparable data in international panel datasets. This paper contributes to fill in this gap by providing new military spending data on Spain from 1850 to 2009 based on NATO methodological criterion. It provides total military spending estimates as well as economic and administrative disaggregated figures for most of the period. These data allow reliable international comparisons while also providing new quantitative evidence to better understand the military history of Spain in modern times.

Fred Dansereau, Ph.D., is a Professor of Organization and Human Resources in the School of Management at the State University of New York at Buffalo. He received his Ph.D. from the Labor and Industrial Relations Institute at the University of Illinois with a specialization in organizational behavior. Dr. Dansereau has extensive research experience in the areas of leadership and managing at the individual, dyad, group, and collective levels of analysis. Along with others, he has developed a theoretical and empirical approach to theorizing about and testing theories at multiple levels of analysis. He has served on the editorial review boards of the Academy of Management Review, Group and Organization Management, and Leadership Quarterly. Dr. Dansereau is a Fellow of the American Psychological Association and the American Psychological Society. He has authored six books and over 70 articles and is a consultant to numerous organizations, including the Bank of Chicago, Occidental, St. Joe Corp., Sears, TRW, the United States Army and Navy, Worthington Industries, and various educational institutions.Francis J. Yammarino, Ph.D., is a Distinguished Professor of Management and Director and Fellow of the Center for Leadership Studies at the State University of New York at Binghamton. He received his Ph.D. in Organizational Behavior (Management) from the State University of New York at Buffalo. Dr. Yammarino has extensive research experience in the areas of superior-subordinate relationships, leadership, self-other agreement processes, and multiple levels of analysis issues. He serves on the editorial review boards of seven scholarly journals, including the Academy of Management Journal, Journal of Applied Psychology, and the Leadership Quarterly. Dr. Yammarino is a Fellow of the American Psychological Society and the Society for Industrial and Organizational Psychology. He is the author of seven books and has published over 80 articles. Dr. Yammarino has served as a consultant to numerous organizations, including IBM, Textron, TRW, Lockheed Martin, Medtronic, United Way, and the U.S. Army, Navy, Air Force, and Department of Education.

Francis J. Yammarino, Ph.D., is a Distinguished Professor of Management and Director and Fellow of the Center for Leadership Studies at the State University of New York at Binghamton. He received his Ph.D. in Organizational Behavior (Management) from the State University of New York at Buffalo. Dr. Yammarino has extensive research experience in the areas of superior-subordinate relationships, leadership, self-other agreement processes, and multiple levels of analysis issues. He serves on the editorial review boards of seven scholarly journals, including the Academy of Management Journal, Journal of Applied Psychology, and the Leadership Quarterly. Dr. Yammarino is a Fellow of the American Psychological Society and the Society for Industrial and Organizational Psychology. He is the author of seven books and has published over 80 articles. Dr. Yammarino has served as a consultant to numerous organizations, including IBM, Textron, TRW, Lockheed Martin, Medtronic, United Way, and the U.S. Army, Navy, Air Force, and Department of Education.Fred Dansereau, Ph.D., is a Professor of Organization and Human Resources in the School of Management at the State University of New York at Buffalo. He received his Ph.D. from the Labor and Industrial Relations Institute at the University of Illinois with a specialization in Organizational Behavior. Dr. Dansereau has extensive research experience in the areas of leadership and managing at the individual, dyad, group, and collective levels of analysis. Along with others, he has developed a theoretical and empirical approach to theorizing about and testing theories at multiple levels of analysis. He has served on the editorial review boards of the Academy of Management Review, Group and Organization Management, and Leadership Quarterly. Dr. Dansereau is a Fellow of the American Psychological Association and the American Psychological Society. He has authored seven books and over 70 articles and is a consultant to numerous organizations, including the Bank of Chicago, Occidental, St. Joe Corp., Sears, TRW, the United States Army and Navy, Worthington Industries, and various educational institutions.

We review the state of the literature concerning work–family conflict in the military, focusing on service members’ parenting roles and overall family and child well-being. This includes recognition that for many women service members, parenting considerations often arise long before a child is born, thereby further complicating work–family conflict considerations in regard to gender-specific conflict factors such as pregnancy, childbirth, postpartum, and breastfeeding. Subsequently, we consider more gender-invariant conflict factors, such as the nature of the work itself as causing conflict for the service member as parent (e.g., nontraditional hours, long separations, and child care challenges) as well as for the child (e.g., irregular contact with parent, fear for parent’s safety, and frequent relocations), and the ramifications of such conflict on service member and child well-being. Finally, we review formalized support resources that are in place to mitigate negative effects of such conflict, and make recommendations to facilitate progress in research and practice moving forward.

Institutional structures of professional career paths often support breadwinner–homemaker families, with a stay at home wife available full time to support the professional (and children), so the professional can devote complete energy and time to developing a career. This research examines how two partners in the same narrowly structured, fast track occupational culture such as those occurring for dual military officer couples shape how women and men negotiate decision making and life events. Data from interviews with 23 dual U.S. Navy officer couples build upon Becker and Moen’s (1999) scaling back notions. With both spouses in these careers, placing limits on work is extremely difficult due to fast track cultures that demand higher status choices and structures that formally do not reliably consider collocations. Trading off occurs, but with distress due to the unique demands on two partners in the fast track culture, which means career death for some. Two partners in fast track careers may not yet have given up on two careers as many peers may have, but they lose a great deal, including time together and their desired number of children. But they ultimately posit individual choice rather than focusing on structural change. The pressured family life resulting is likely similar to that for partners in other narrowly structured, fast track cultures such as in law firms and academia.

This chapter provides an overview of the Department of Defense (DoD) laboratory structure to help equipment designers, modelers, and manufacturers determine where research, testing programs, or relevant findings can be found. The chapter includes a discussion of the performance measures and metrics typically used in DoD laboratories and concludes by considering the current state-of-the-art as well as the state-of-the-possible for human performance measurement.